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UBC Future Forward – GlobalHigherEd

This entry is also available in Insider Higher Ed.

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As I outlined back on 9 August 2015 in Inside Higher Ed, the unexpected leadership transition at the University of British Columbia (UBC) in summer 2015 had all the ingredients to become a major crisis. And a ‘barn-burner’ of a crisis has certainly emerged, sad to say. As a concerned alum, I do hope my alma mater can move forward. From my perspective, nearly seven months later (amid a possible vote of non-confidence in the Board of Governors and an ongoing presidential search) it’s worth flagging two key problems, and then three correctional action suggestions.

On Problems

First, if mistakes were made in the handling of the processes in which Professor Gupta was hired, institutionally supported in his first year in the job, and/or resigned, they need to be analyzed and openly communicated. No institution nor key leader is perfect – that’s life. World-class universities sing their praises and own their mistakes. Moving on is more difficult if a consistently defensive posture is adopted by key stakeholders with power, and if important mistakes are not publicly owned. Fortunately, process factors are not typically entangled up in non-disclosure agreements (NDAs).

Second, UBC, including the Board of Governors, needs to publicly commit to becoming a more transparent organization as this seems to be a core theme of various conflicts. If and when the principle of enhanced transparency is committed to, detailed changes need to be devised and outlined in a systematic way. Discourse about transparency is not enough – a strategic plan with deliverables and deadlines is needed. For example, many boards of governors (or equivalent) live stream and then archive all regularly scheduled meetings. Live streaming and archiving important committee meetings is also possible. Err on the side of transparency. And in doing so, use transparency, as many of the world’s best universities do, as a mechanism to enhance engagement with key stakeholders within the organization. Why? Because engagement in a shared governance context improves information flows in all directions, as well as the quality of decisions and associated outcomes. Finally, if a major crisis were to emerge in the near future, take into account this higher education crisis expert’s view: “Our first line for every client is, “Tell the truth, tell it all, tell it first.“”

On Correctional Actions

I’ll preface my three correctional action suggestions with a statement that UBC is a very fortunate university – it’s a high quality and respected institution with relatively stable financial footings. And we’re also fortunate that a respected leader like president emeritus Martha Piper is acting as Interim President and Vice-Chancellor. This interim role is critically important to moving forward. Only experienced and broadly trusted interim presidents can play the unique university-wide role of helping to repair broken communications and creating psychic healing measures. This is a nebulous but vital role for any president to focus on, from start to finish, amid a governance/leadership crisis.

In terms of correctional actions, it’s first worth noting that many universities and higher education systems are revisiting their governance structures. A formal independent governance review is worth considering. And at a minimum, it’s worth commissioning one or more independent studies of UBC’s governance in comparative perspective, with attention to higher education structures and systems, variations in autonomy and transparency, and the changing context for provincial/higher education relationships. A condition of ‘legacy governance’ exists right now in that our governance systems and procedures reflect earlier eras of revenue streams, very different political and technological contexts, and now dated understandings of the roles of universities in the development of economy and society. Students, in particular, are underrepresented in governance systems vis a vis their majority (in many contexts) role in providing the revenue streams that sustain universities. It’s also worth noting that crises in several of UBC’s peer universities have been associated with a lack of awareness, at the governing board level, regarding how shared governance works, including what roles various formal and informal governance bodies play, as well as how these governance systems interconnect. Conversely, many faculty, staff and students associated with many shared governance bodies do not understand what roles boards of governors (or equivalent) are required to play. In short, an open and transparent examination of governance structures and practices could help, if done well, enhance levels of knowledge while reducing mistrust and erroneous assumptions.

Second, and as noted here, unexpected leadership transitions generate enormous attention to the cultural, economic, and political forces reshaping universities, as well as associated lines of power that bring these forces to life. A crisis is a wonderful teaching and learning moment. But do this in a systematic way! For example, launch a UBC Futures seminar series; provide modest funding to spur on some unique courses and workshops on related issues in the 2016-17 academic year; work with the BC Open Textbook Project or UBC Press to develop a ‘living’ open text on the tumultuous times UBC has been going through so everyone can learn, down the line, what went well, and what did not; enable ethnographic research by social scientists in key governance bodies; etc. There is so much more that could be done to turn all the intellectual power at UBC in on itself so as to learn in a systematic vs. haphazard way. In short, grasp the moment and identity rigorous and intellectually stimulating mechanisms (though not associated with decision-making) to generate sustained and valuable learning-oriented experiences.

Third, take the medium-term view regarding the ongoing presidential search and shape the search process to rebuild community. Some universities can hire in one year after an unexpected leadership transition, while others take 2-3 years of ‘bridging’ leadership. The University of Wisconsin-Madison, for example, dealt with an unexpected leadership crisis in 2011 by bringing back David Ward, our former chancellor (president equivalent) and president emeritus of the American Council of Education (which has 1,700+ member institutions). Interim Chancellor Ward did a wonderful job from 2011-2013 in what he wittily defined as his “Chancellor Encore” role. Ward helped to repair broken communications, including via framing and bringing to life psychic healing measures (e.g., new modes of vertical and lateral communications in and outside of UW-Madison). His sturdy two-year leadership bridge led to the successful 2013 hiring of our current chancellor (Rebecca Blank, President Obama’s acting secretary of the U.S. Department of Commerce).

As Martha Piper aptly put it in her statement about UBC’s Centennial celebrations:

Looking forward, our future is unwritten. What we learn, discover, and contribute together will depend on the strength of our connections – to all of our communities, local and global.

On this note, it’s critically important to ensure that the presidential search process helps build connections in the UBC community, while creating a positive pathway to move forward. If presidential search process troubles and tensions exist, recognize them openly and do something about them. For example, put the presidential search process on pause for one week (or even a long weekend), coordinate a facilitated off-campus retreat with an objective and independent governance/leadership expert, and dig in to honestly explore causes and realistic solutions on a face-to-face basis. Evidence elsewhere points to the fact that all university presidential searches distill and condense what is working well with respect to governance, what’s functioning in an adequate manner, and what is problematic. Presidential searches are lenses into the heart of the governance of the university, inevitably exposing both buried and surface tensions, and uneven power geometries. In short, there are opportunities and risks associated with all presidential searches. Given this it’s important to always take the medium-term view. UBC is a wonderful university, and it will have many options: take time to make the right presidential search process choices, and in so doing strengthen the entire community (alum included!).

Kris Olds

Photos courtesy of @TrishJewison, Eye in the Sky Traffic Reporter for @GlobalBC and @AM730Traffic.

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February 25, 2016
Global Networks Amplify Local Controversies – GlobalHigherEd

This entry is also available at Inside Higher Ed.

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What are the implications for universities and their governing boards/trustees/councils of becoming increasingly embedded in global networks?

There are many implications, including the ability to be interconnected with flows of knowledgeable people (aka human capital), ideas, money, technologies, and so on. These global networks also ensure that international collaborative research and co-authorship occurs, a phenomenon explored on a number of levels in these fascinating reports:

Pause for a moment, too, and explore this fascinating visualization by Olivier H. Beauchesne of indexable co-authorship between 2005-2009:

What political boundaries, if any, do you notice in this empirically-based visualization of collaborative activity?

It’s no surprise if you read the reports flagged above that governments and funding councils across the worlds are enamored with facilitating more international collaborative research. Why? It is perceived to enhance the quality of the knowledge produced, the ability to address key global challenges, and that collaborative output (e.g., articles, reports, books) can generate relatively higher interest and impacts.

When I examine the above graphic, I think of all of my colleagues at the universities I’ve been educated and have worked at – the University of British Columbia, the University of Bristol, the National University of Singapore, Sciences Po (albeit just for one year), and the University of Wisconsin-Madison. At all of these universities I was (and am, in the case of UW-Madison) surrounded by colleagues who collaborate with colleagues in other universities, national and regional (e.g., European) research councils, firms, government agencies, international organizations, etc., all of which are scattered across the planet. Of course there is variation in researchers’ individual collaborative geographies, but there is evidence of a progressive deepening and extension of global networks, and this is backed up by bibliometric research on the basis of Thomson Reuters and Elsevier data.

From a broader perspective, it’s worth noting that these globalizing networks are structurally supported by the operation of segmented academic labour markets that are increasingly supra-national in nature, the digitalization of research infrastructures (think of research databases, publication platforms, the Global Research Council, ORCID, etc.), university internationalization strategies, global production networks (value chains), open access online higher education media, etc.

Now when things go well, universities benefit, as do the economies and societies (both territorialized) they are most closely associated with. Think, for example, of the myriad of ways the local, regional and indeed national economy benefited when one UW-Madison faculty member established the largest medical records company (Epic Systems) in the world, with offices in Verona WI, the Netherlands, and Singapore. When things go well, universities see increased attention from the higher ed media, and the business/economy-focused media (given the critically important role of universities in constructing vibrant knowledge-based economies). Said universities see higher positioning in world university rankings, increased flows of international fee-paying students, more diversity and competition in the make up of job applicant pools, more spin-off companies with genuinely global perspectives, greater competitiveness in extramural funding competitions, and so on.

As with many phenomenon, the existence of vibrant global networks that run through universities is a double-edged sword. They have the capacity to, if things go poorly, propel near instantaneous and surprisingly durable echoes and reverberations that span out across global space. Information flows, like water – it can’t be suppressed. Epistemic communities care little for the complex causes of major budget cuts, the detailed factors underlying poor leadership, nor the diverse causes of governance ineptitude. These global epistemic communities, supported by mediatized services (e.g., via Twitter, Facebook, email), pay negligible if nil attention to detailed rationale and nuances of controversial policy shifts (e.g., about tenure and layoff provisions). These increasingly global epistemic communities treasure, above all, freedom of thought to produce innovative forms of knowledge in the search for truth, clear and evident autonomy from the interventive impulses of the state, church, society, and governance systems that are proactively supportive vs repressive/micro-management in inclination.

Unfortunately, while higher education, as well as the associated knowledge economy, is going global, higher education politics with respect to budgets and university governance (at the board/council/trustee level) is at risk of regressing, of becoming more local, regional, hyper-politicized, and ideological. Think, for example, about the messy local/provincial politics shaping key aspects of the University of British Columbia‘s ongoing leadership/governance crisis, or an evident regional agenda to mess about (a ‘solution in search of a problem’?) with one of the foundational principles of academic freedom – tenure – that has built the University of Wisconsin (System), over a century plus, into what it is.

Going global brings with it amazing opportunities. Going global is a necessary developmental agenda for universities that seek to excel and build resilience in the 21st century. Going global is an integral part of supporting of regional knowledge-based economic development strategies, something I learned much about via colleagues on an OECD mission. But, hand in hand with going global is a global eye on the local.

Are those governing universities, and provincial/state higher education systems, as aware as they should be about the global networks that play a fundamental role in sustaining the vibrancy, effectiveness, and stature of their universities? If not, they should be, for local controversies and tensions are also simultaneously global in nature – they reverberate, at the speed of light, through global networks.

Kris Olds

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February 5, 2016
Academic Freedom, Tenure & the U.S. Higher Education System – GlobalHigherEd

This entry is available via Inside Higher Ed as well.

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2015 is surely one of the most momentous years in a long time regarding debates about tenure, academic freedom, the Wisconsin Idea, budget cuts, etc. Yesterday’s balanced article (‘Tenure or Bust‘) by Colleen Flaherty, in Inside Higher Ed, is but the latest of a series of nuanced pieces Ms. Flaherty has produced this year about the unfolding of higher education debates in this Midwest U.S. state of 5.75 million people.

While I’m immersed in the tumult as a faculty member at the University of Wisconsin-Madison, I can’t help standing back and trying to look at the big picture. Studying, living, working, and visiting a range of other countries, including universities in Canada, England, China, Hong Kong, Singapore and France, as well as being based in the U.S. since 2001, often engenders a drive to compare. And when comparing and reflecting upon what this wonderful university and the state/national higher education system (systems, in reality) has to offer, I increasingly think too much is taken for granted, or assumed. This is a relatively risk-oriented society, and I’m struck by how many people (including many of of the people leaving comments below ‘Tenure or Bust‘) assume the system is ‘broken,’ resiliency can be counted upon, and mechanisms to turn the system on a dime exist, if searched for long enough. They also ignore path dependency, and prior developmental trajectories and agendas, the ones that have led us to where we are now, a nation that has some of the strongest and most dynamic universities in the world. Problems and weaknesses exist, of course, but people in Wisconsin and the U.S. more broadly don’t seem to know just how many other countries are desperate to create just the types of universities that exist here.

And what are some of the deep (core) principles and conditions that have led to the creation of so many world-class universities and higher education systems (at the state-scale) in Wisconsin and the U.S. more broadly? This question brings me to the words of Hanna Holborn Gray, the esteemed president of the University of Chicago from 1978 to 1993. In conference panel comments reprinted in the Summer 2009 issue of Social Research, Hanna Holborn Gray deemed universities to be a very important and special institution:

…the only institution in our world, that is, as it were, commissioned to always take a longer-term look. The only institution in our world that is commissioned, so to speak, to concentrate on the mission of discovery and learning, and the transmission of learning, on the elaboration and interpretation and debate over important ideas, over what is most important in the cultural world.

Emeritus President Holborn Gray then begged the question: “What is it that makes that profession or vocation possible? And what is it that makes the institution in which it is carried on a genuine institution?”

Her question was actually answered 115 years earlier to this day (18 December 1900), by the founding president of the University of Chicago, William Rainey Harper, in his ‘36th Quarterly Statement of the President of the University’:

When for any reason, in a university on private foundation or in a university supported by public money, the administration of the institution or the instruction in any one of its departments is changed from an influence from without; when an effort is made to dislodge an officer or a professor because the political sentiment or the religious sentiment of the majority has undergone a change, at that moment the institution has ceased to be a university, and it cannot again take its place in the rank of universities so long as their continues to exist any appreciable extent of coercion. Neither an individual, nor the state, nor the church has the right to interfere with the search for truth, or with its promulgation when found. Individuals, or the state, or the church may found schools for propagating certain kinds of special instruction, but such schools are not universities, and may not be so denominated.

Genuine ‘universities’ like the University of Chicago and those that make up the University of Wisconsin System are associated with conditions of autonomy, and are spaces that respect and uphold academic freedom. And from the faculty perspective, academic freedom is significantly realized via the mechanism of tenure, which enables faculty to focus upon things like “establishing revolutionary theories about economics” (one of Milton Friedman’s many contributions in Chicago), the sustained basic research that underlies the creation of the iPhone (that the University of Wisconsin-Madison contributed to), challenging research questions related to democratization, authoritarianism, sexuality or violence, complex global challenges such as climate change, and so on. And in so doing, these faculty members (in association with staff & students) play a major role in creating the conditions that have helped us facilitate the formation of one of the world’s first university-linked technology transfer units (WARF) in 1925, through to generating research activity and spin-off firms that has made the Madison city-region one of the US’s most advanced industrial bases (according to the Brookings Institution in 2015) — a now common process of geographical concentration that the World Bank and others (e.g., David Warsh) note is inevitable, but defacto functions as ‘engines’ for regional and national economies.

I have no doubt the vast majority of the University of Chicago’s current faculty would make the same argument I am above: after all, that great university’s leadership has been doing so since it was founded 125 years ago in 1890. Visionary leaders like William Rainey Harper and Hanna Holborn Gray were aware that the long and challenging road to build one of the most dynamic and powerful higher education systems in the world depended upon more than platitudes about ‘academic freedom’ – academic freedom actually had (and has) to be realized each and every day.

Kris Olds

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December 18, 2015
Reflections on Tenure in Canada vs Wisconsin – GlobalHigherEd

This entry is available at Inside Higher Ed as well.

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In the context of some intense debates about tenure in the University of Wisconsin System, and at UW-Madison, I’ve been acquiring some interesting information and views about tenure and related governance matters in Canada vs Wisconsin. Reflections and data have been kindly provided by Canadian leaders representing faculty and university administrative bodies, both nationally and in select universities.

Why focus on this issue in comparative perspective? First, leading Canadian universities (UBC, Toronto, Waterloo, McGill) have been poaching faculty from UW and could increasingly do so if proposed changes to tenure do not match existing standards/AAUP guidelines. Second, looking at different systems in a comparative way helps you realize what is working well here in WI, but also what might need to be changed, especially if higher education governance becomes more politicized in Wisconsin (as it has been in states like North Carolina).

In the end, it is similar and different in Canadian peer universities vs what we experience in WI. I think the biggest difference is it is more unionized in Canada (for ~80% of the faculty base) and the details re. tenure and layoffs are embedded in collective agreements. This said, some faculty associations at peers – the University of Toronto, University of Waterloo, McMaster University, and McGill University – though not officially certified as labour unions, nevertheless have negotiated collective agreements with standard grievance and arbitration procedures. Also, in Canada, the majority of part-time faculty are unionized and staff are unionized. It just goes to show you don’t necessarily need regulations re. tenure embedded in the state statutes (or equivalent) to guarantee strong tenure and shared governance, but, this said, there are other key differences (see below) so how it is all configured matters, a lot…

In the end, no tenured faculty in Canadian universities (including 100% of our peers, the ones poaching our faculty) lose tenure except for engaging in serious forms of unethical behavior (i.e. ‘due cause’). Exigency-related rules do apply but it has not happened, to date, for all sorts of reasons. And if exigency-related layoffs of tenured faculty were to be proposed, it happens at a broader university-scale and the guidelines typically state that a task-force is to be appointed with diverse membership and/or it can only happen in specified ways.

The other big (and important) difference is program-related changes are run through Canadian university senates and the senate is typically made up of senior administrators and elected faculty (the majority), staff, students, etc. See these senate membership lineups, for example:

The UW Board of Regents equivalent in Canadian universities does not need to sign off on program-related changes like the Board of Regents does here. So decisions on closure or redundancy are senate decisions (i.e. the locus of engagement and control is intra-institutional in nature). And in unionized environments, redundancy procedure, after senate has declared program closure, etc., are governed by collective agreement processes. In general the UW Board of Regents here in WI has not been too involved in the fine-grained details of program-related decisions or the funding of centers – they approve what has come up via shared governance pathways. But they could, in the future, become far more active and micro-management in orientation.

On a related note, boards of trustees or equivalent in Canada are university-specific and are more diverse and relatively autonomous from government involvement. You basically have government funded but privately (not-for-profit) autonomous universities. This keeps things less capital P political. The proposed New Badger Partnership (2011) Board of Trustees:

UW-Madison governed by 21-member Board of Trustees, including 11 members appointed by the Governor, with no Senate confirmation. Remaining 10 members represent UW-Madison constituencies (faculty, staff, classified staff, alumni, WARF). All remaining UW campuses governed by the current Board of Regents.

would have brought us half way to to this level of board autonomy vs the current system, though this proposed approach to governance should have also been applied to the UW System more generally and not just UW-Madison.

Thus, what you see is a relatively more autonomous/less politicized university and higher ed governance system in Canada; one where the norms of tenure and academic freedom are sometimes constructed via agreements but often are just part of institutional-organizational culture. The faculty trust the system more, I would say, than they do here now in what could become, if we don’t watch out, a hyper-politicized context. And they do so partly because of the unionized context, the codified agreements, and the fact the premier (governor equivalent) and the ruling party (or parties) tend to be much more hands-off. Increasingly, in Canada, governments through sector-wide bargaining or recalibrating funding formula, or setting tuition fee parameters, are exercising more hands on approaches. Budgets are, of course, political, but they’re just budgets for the most part and they don’t embed policy matters re tenure into budgetary processes in Canada like it has been happening here. It’s a more deliberative context: not perfect, this said, just more deliberative in structure.

The short-term take-away: don’t have unclear terms and procedures in a context where the potential exists for an increasingly more politicized and micro-management-oriented Board of Regents. Maintain tenure standards at UW-Madison and other universities in the UW System that match, in spirit and meaning, what they were before policy changes were injected into the Spring 2015 Wisconsin state budget. Faculty should not lose tenure except for ‘due cause’, as per AAUP guidelines. If program closure occurs after careful consideration by university-specific governance bodies, tenured faculty should have the right to shift to the unit of their choice, or become a professor of the school or college they are affiliated with. It is a clear and straightforward definition of tenure, and academic freedom, that helped make the US university system so well known, globally, for the production of innovative forms of knowledge. Unclear terms and procedures re. tenure has serious potential to destabilize the foundation of the entire system. And Canadian universities, not to mention hundreds of other US universities, will be salivating if this occurs.

The medium-term take-away: think about the potential role of faculty senates in future debates/steps. And think about tenure and shared governance in the context of the overall governance of the UW System (incl. what has been happening, and what should be happening). In my mind we have a legacy-based governance system that does not reflect the new realities of fiscal (tuition as a majority funding stream), economic (a globalizing knowledge economy), academic, and societal contexts. An unraveling of tenure in the next year will be a proxy indicator the entire UW System governance structure needs to be rethought.

We are, arguably, at risk of seeing the convergence of a legacy-based governance system with a more forceful and explicit political agenda – and this is not beneficial for a world-class university, and a world-class multi-campus state university system, in the 21st century. Anchor tenure, tightly.

Kris Olds

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October 22, 2015
Innovative and Engaging Communications in and Beyond the Academy – GlobalHigherEd

Editor’s note: this guest entry has been kindly developed by Gisèle Yasmeen, Ph.D., Senior Fellow, Institute of Asian Research, University of British Columbia, Canada. Dr. Yasmeen raises a series of important issues in the build-up to a call for a “structured dialogue” on the nature and role of knowledge in society.

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Innovative and Engaging Communications in and Beyond the Academy

Gisèle Yasmeen, University of British Columbia

Research and scholarship is primarily about asking and answering questions as well as conserving and constantly reinterpreting fragile and easily forgotten knowledge. When I started graduate studies more than 25 years ago, there was no talk of the world wide web, no blogs, no Twitterverse, Facebook, Academia.edu and so on. I grew up in an era of card catalogues, photocopying, typewriters and hand-written letters with supervisors and collaborators. My first experience with computers was with a mainframe “Amdahl” where you had to learn complex codes to do simple word-processing! I am convinced that the dramatic communications revolution we are experiencing is and will continue to transform research, teaching and academe beyond anything we are familiar with now in the next twenty years. So, how might we succinctly envision these changes and start to prepare for the scholarly world of the possible future? Or as I was asked recently by a university Vice-President of Research, “what are the implications of digital media for post-secondary institutions?”

Many of us are still getting our heads around these questions – myself included – and follow with great interest the work of those like John Willinsky, Leslie Chan, and John Wilbanks. The purpose of this article is, therefore, to reflect on the actual and potential role of ICTs in research, teaching and scholarly communication, and to humbly offer in the conclusion my own suggestion that the time has come for a new “knowledge commission.” Hence, the intended audience is those who are new to the file and others who may be wondering, where could we take it from here?

Research: the importance of ICTs for asking and answering questions

New media tools in general – and high performance computing in particular – enable us to mine vast quantities of data (numeric, text, images, sound) at lightening speed compared to the past, which enables not only research questions to be answered but new research questions to be asked, which could not be asked before. This exciting approach to (re)discovery is at the forefront of a variety of (inter/multi/trans)disciplines ranging from bio-informatics and social statistics to the digital humanities. Examples of ICTs, “big data” and other emerging technologies leading to research breakthroughs in the natural and health sciences are well known. Most of us are familiar with the Higgs boson or “God-particle” confirmed through the CERN Hadron collider and revolutionary work on human genomics through the “barcode of life” dataset. What is perhaps less known is the growing use and study of emerging technologies in the social sciences and humanities. For example, advanced imaging technologies allowed literary scholars funded by the National Endowment of the Humanities to read and analyse an illegible and deteriorated copy of explorer David Livingstone’s diary, as reported by the New York Times. The study and use of emerging technologies, such as advanced ICTs is predicated on the development of appropriate tools for research and, as Clifford Lynch eloquently argued last year, the builders of those tools often do not get the respect they deserve as necessary “enablers” in the world of research compared to those who spend time using those tools.

In fact, the concept of what is a “discipline” is worth reflecting on in an era of joint faculty appointments between computer science and literature or philosophy and the growing number of innovative instructional programs that combine information technology, creative arts and business. What are the implications of this for institutional and program design? After all, as the English language Wikipedia entry on academic discipline, drawing from the Encyclpaedia Britannica reminds us, “The University of Paris in 1231 consisted of four faculties: Theology, Medicine, Canon Law and Arts”. We need to be vigilant about how we classify and institutionalise structures of knowledge, particularly in an era of rapidly evolving collaboration between knowledge communities. Karoline Postel-Vinay of Sciences Po, at a recent Asian studies conference in Paris, encouraged participants to challenge our currently established conceptualizations of disciplines and areas of research.

Digital media is also facilitating communication and collaboration between researchers in specialised fields in order to collectively advance and explore knowledge and is also enabling interaction with communities and experts beyond post-secondary institutions leading to the growth of “citizen science” and inter-sectoral modes of knowledge production (ie the co-creation of knowledge with “lay” collaborators). Hence, the issue of where legitimate knowledge lies and audience is an evolving one – or is it? Perhaps we need to begin by refuting the ivory tower myth. The walls of universities are and have always been porous for faculty and students. Virginia Woolf attended Oxford as one of the first women on campus and historical examples abound regarding restrictions on enrolment with respect to certain minorities either not accessing the hallowed halls of advanced education or being subject to quotas. Thankfully, this has changed for the better though barriers for many still remain, as many scholars argue. This is yet another reason to have a discussion on what is legitimate knowledge and how to structure our institutions around questions of its generation, conservation, transmission and value-addition – including reinterpretation.

Furthermore, students are the single-biggest “export of universities”. One of the fundamental purposes of higher education and research is to foster the development of the next generation as well as be challenged by the innovative ideas of youth. The Socratic dialogue continues to this day and is a necessary step in the growth and development of ideas on an individual and collective level. Young people graduate and go on to lead productive lives across the public, private and not-for-profit sectors as well as the academic world.

What we may be seeing accelerated via ICTs is an increasing blurring of boundaries with respect to knowledge intended for and/or accessed by academic audiences as well as those beyond. Data-intensive research is an area where we see sometimes very esoteric research questions being resourced and explored through digital means (e.g. medieval languages and literature) with user groups as well as commentators and “content providers” going well beyond academe. This might be compared to marketing a niche product to a global audience as well as sourcing suppliers through a global, often volunteer, network. The possibilities are endless.

However, with ICTs, as with all tools, there is always a “dark side”. There are concerns and critiques by longstanding observers of emerging and disruptive technologies, such as Heather Menzies, of the negative impacts of “real time” communications and the sometimes-associated lack of depth, reduced attention spans, and difficulty to maintain meaningful inter-subjectivity. It is said that 80-90% of human communication remains non-verbal, hence we need to be vigilant and attentive to the dynamics of learning, thought and social interaction through emerging multidisciplinary fields such as cognitive neuroscience. We need to see new media as one tool, for knowledge generation and sharing but, by no means, the only one.

A central challenge now confronting the scholarly community is how to assess the quality and impact of various types of content accessible to potentially millions of readers and commentators. This includes the conundrum of what to do with “user-generated” or self-published content. Furthermore, how do we conceptualize and classify who is a “peer” and their commentary on one’s work in various contexts given the accelerated blurring of boundaries between the academic, public, private and not-for-profit sectors? Who best plays the curatorial role of quality control in the information deluge? These are some of the fundamental and normative questions facing the world of research and scholarship, which the following section will attempt to unpack, at least in a preliminary way.

Knowledge sharing – maximising value from good quality knowledge

The previous section focused on “research”, commonly thought of as (re)discovery and analysis, but how does knowledge get documented, vetted, shared, commented-upon and preserved for present and future generations? It goes without saying that teaching in its many, rapidly evolving forms – is primarily a form of knowledge transmission and, I would argue, two way exchange between generations. Others have written in great detail about the impact of ICTs on teaching, especially the growth of on-line learning, MOOCs, Khan Academy and the like so I will not go into detail about this topic here. Suffice it to say that ICTs are having a significant impact teaching in post-secondary institutions – some of which are having difficulty rising to the challenge. Rather, I’d like to focus on the impact of ICTs on scholarly publishing and debates on how to assess the quality published output, without expecting to resolve this complex conundrum.

Bibliometrics, impact factors and indices such as the H-Index are, on the one hand, gaining importance and, on the other, coming under greater scrutiny for sometimes excluding entire scholarly communities such as humanities scholars who typically write books and those with a policy orientation who often produce “grey literature” such as technical and policy-oriented reports. In addition, there have been scandals of peer review “rings” in journals trying to enhance their impact factor. There is a tautology built into the issue of impact factor, namely that a more accessible publication tends to have wider readership and citations. Public Library of Science, or PLOS, a not-for profit publisher of open access journals that accepts roughly 70% of its peer-reviewed manuscripts and has a relatively high impact factor since it’s journals are open access. Articles rejected by PLOS journals often get published elsewhere so a general discussion on the meaning of acceptance and rejection rates are probably needed. John Willinsky also noted in a recent interview that PLOS requirements to include open access data also forces researchers to think through the quality of the datasets used to support their publications. How, therefore, to meaningfully establish the quality and impact of a publication?

The growing “open” movement, which includes open access (OA) publishing, open source technologies and open data are revolutionizing the scholarly enterprise by being based on the premise that knowledge is a public good – particularly when it is publicly-funded – and that the outputs of research and related activities should be freely available, without charge, ideally on the internet. Part of rising to the “open” challenge is an infrastructural one but this is improving through the creation of OA platforms at the institutional level. The importance of open access to research results (journals and books) as well as raw datasets (numeric, text, images and sound) is hugely important to both the world of research and broader society and lead to greater readership and impact. One concrete example to note is when a number of Québec journals dramatically increased their readership within a few years when they went OA by joining the Ėrudit platform. Another example is the journal RNA Biology requiring several years ago that all its authors to submit their abstracts to Wikipedia. Another “open” phenomenon to mention is the growth of open peer review– strongest in the health world – where open access publishers are employing fully transparent processes in their review of articles. In other words, the identity of the reviewer is disclosed, as are his or her comments on the article being submitted, the author – and others for that matter – can respond and comment. We will likely be seeing more of this type of review and resulting publications.

Conclusion – Dialogue on the nature and role of knowledge in society

I recently published an article on scholarly and research infrastructure in the new 2^nd edition of the International Encyclopedia of the Social and Behavioural Sciences, which begins to expand established knowledge boundaries to include an unprecedented number of contributions by non-Americans, women, non-anglophones, and minorities to get a more complete picture of contemporary scholarship. The next step would be to give more serious thought to the idea of “knowledge commissions”. Examples – some considered more successful than others – include the Indian Knowledge Commission as well as Canada’s Massey Commission in the 1950s, which ultimately led to the creation of national research funding infrastructure. Given advances in technology and associated virtual and intersectoral communities of interest, practice and purpose, are we at the point where we need to establish such knowledge commissions to review the place of knowledge in society and the institutions that support its creation, conservation and transmission/exchange? New media tools have enabled us to interact in real time on a regular basis with like-minded others around the world via exchange of knowledge and information in multiple directions. This helps researchers gather and curate precious information and often engages “fellow travellers” in the public, private and not-for-profit sectors. New collective voices are emerging, which were not heard before. Yes, it’s time for a structured dialogue.

The author would like to acknowledge Chad Gaffield and Kris Olds for constructive comments on an earlier version of this article

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October 5, 2015
Perplexing Problems in ACPA Student Technology Infographic – MistakenGoal.com

I’ve whined about bad infographics and I try to avoid complaining about their continuing proliferation. But I can’t bite my tongue about this ACPA infographic purporting to show information about technology usage by undergraduate students. It’s bad not just because it’s misrepresenting information but because it’s doing so in the specific context of making a call for quality research and leadership in higher education.

There are some serious problems with the layout and structure of the infographic but let’s focus on the larger issues of data quality and (mis)representation. I’ve labeled the three major sections of this infographic in the image to the right and I’ll use those numbers below to discuss each section.

Before I dive into the specific sections, however, I have to ask: Why aren’t the sources cited on the infographic? They’re listed on the ACPA president’s blog post (and perhaps other places) but it’s perplexing that the authors of this document didn’t think it important to credit their sources in their image.

Section 1: Student use of technology in social interactions and on mobile devices

The primary problem with this section is that uses this Noel-Lovitz report as its sole source of information and generalizes was beyond the bounds of that source. The report is based on a phone survey of “2,018 college-bound high school juniors and seniors (p. 2)” but that limitation is completely lost in this infographic. If this infographic is supposed to be about all U.S. undergraduate students, it’s inappriopriate to generalize from a survey of high school students and misleading to project their behaviors and desires directly onto undergraduate students. For example, just over half (51.1%) of all undergraduate students are 21 years old or younger (source) so it’s problematic to assume that the half of college students who are over 21 exhibit the same behaviors and desires as high school students.

I can’t help but also note just how bad the visual display of information is in the “social interactions” part of this infographic. The three proportionally-sized rectangles placed immediately next to one another make the entire thing appear to be one horizontal stacked bar when in fact they are three independent values unrelated to one another. This is very misleading!

Section 2: Cyberbullying

It’s laudable to include information about a specific use of technology that is harmful for many students but like the first section this information is inappropriately and irresponsibly generalizing from a small survey to a large population. In this instance, 276 responses to a survey of students at one university are being presented as representative of all students. Further, the one journal article cited as the source for these data doesn’t provide very much information about the survey used to gather these data so we don’t even have many reassurances about the quality of these 276 responses. And although response rate isn’t the only indicator of data quality we should use to evaluate survey data, this particular survey only had a 1.6% response rate which is quite worrying and makes me wonder if the data are even representative of the students at that one university.

Section 3: Information-seeking

The third section of this infographic is well-labeled and uses a high quality source. I’m not sure how useful it is to present information about high school students in AP classes if we’re interested in the broader undergraduate population but at least the infographic correctly labels the data so we can make that judgement ourselves. In fact, the impeccable source and labels used in this section make the problems in other two sections even more perplexing.

This is all very frustrating given the context of the image in the ACPA president’s blog post that explicitly calls for ACPA to “advance the application of digital technology in student affairs scholarship and practice and to further enhance ACPA’s digital stamp and its role as a leader in higher education in the information age.” Given that context, I don’t what to make of the problems with this infographic. Is this just a sloppy image hurriedly put together by one or two people who made some embarassing errors in judgement? Or does this reveal some larger problems with how some student affairs professionals locate, apply, and reference research?*

* I bet that one problem is that many U.S. college and university administrators, including those in student affairs, automatically think of “college student” as meaning “young undergraduate student at 4-year non-profit college or university.” It’s completely natrual that we all tend to focus on the students on our campuses but when discussing the larger context – such as when working on a task force in an international professional organization that includes members from all sectors of higher education – those assumptions need to at least be made clear if not completely set aside. In other words, it’s somewhat understandable if the authors of this image only work with younger students at 4-year institutions because then some of their generalizations make some sense. They’re still inappropriate and indefensible generalizations, however, but they’re at least understandable.

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June 2, 2014